In today's rapidly changing technical and competitive environment, the onus is on organizations to continuously develop innovative digital products. But, first they must ensure that both their design and digital product engineering teams are aligned from the beginning -- using an approach called outcome engineering.

1. Achieving Innovation through
Outcome Engineering
In today’s rapidly changing technical and competitive environment, the onus is
on organizations to continuously develop innovative digital products. But, first
they must ensure that both their design and digital product engineering teams
are aligned from the beginning in a way that not only promotes innovation, but
also improves business outcomes – using an approach we call outcome
engineering. Here, we offer eight absolutes of outcome engineering to support
the pursuit of innovation and digital product engineering and — more
importantly — better outcomes.
August 2019

2. The somewhat nebulous pursuit of “innovation”
has become a cultural phenomenon of sorts; from
being the topic du jour for speeches,1 to being
parodized2 in pop culture, to being shortlisted on
most CEO agendas. With all of this in mind, the
term "innovation" can easily be considered one of
the most overused terms in modern business.
However, the cult following this term carries weight.
People are pursuing innovation; if digital product
innovation is what they seek, then how do
companies achieve it? What does innovation
entail? Where does it begin?
The digital product landscape today boils down to
this: competitive. The bigger, faster, shinier, better,
you-name-it, organizations are clamoring for a
piece of the action to get the target consumer
in through the door and on the way to acquiring
them (or rather, keeping them) as a customer. How
companies do that — is up to them. But how do
companies get to the golden egg of introducing
an innovative digital product? How do companies
get to the kind of digital product innovation that is
sustainable and disruptive for all thegood reasons?
How can companies confidently deliver engaging
digital products that are actually used? What’s the
right approach?
Developing a new digital product requires a plan,
diligence and a knack for understanding what it
takes to see an innovative idea cometo fruition
- in this case meaning traction or adoption. And
that idea doesn’t start with a product plan - it
starts with an opportunity. An opportunity to grow
revenue, increase engagement and optimize
operational efficiency.
In this white paper, we outline the traditional
approaches to innovative digital products while
introducing our specific model, “outcome
engineering,” a refined approach that aligns
product, design and engineering to work together
to create value, drive growth and unlock innovation.
Upon conclusion, readers will get the opportunity
to score themselves against eight key areas to
outcome engineering, ensuring that their pursuit of
digital innovation is on the path to success.
Executive Summary
2 Achieving Innovation through Outcome Engineering

3. Henry Ford famously said: “If I had
asked people what they wanted, they
would have said faster horses.”
There are two common approaches to a company’s
path to digital product design and delivery, product
led or customer led, and both have track records
of success and failure. Companies can have a
yearning to deliver an exceptional product armed
with the hottest technology that they see as a
strong differentiating factor ready to introduce
to the world. Or, they can recognize gaps in the
experience, areas for new approaches, and apply
the technology that happens to solve the need.
When there is a preference for either a product-led
or customer-led approach, there’s a rhyme and
reason why companies choose to lead with one and
not the other. Typically, this is an earnest,
emphatical value placed on their respective
method in the belief that the chosen approach will
help them cross the finish line.
Product-led organizations could be poised to truly
innovate in disruptive ways; it generally depends on
the mood of the market. They see how technology
can be applied to shake up models, and they
build in advance of consumer demand. When the
iPhone made its debut in 2007, there was little to no
user input on the product as Apple is notoriously
famous for its secretive development of new
products, yet it completely changed the cellphone,
or smartphone, industry as we knew it. Henry Ford
famously said:“If I had asked people what they
wanted, they would have said faster horses.” But,
product-led mindsets also suffer from a common
problem: translating marketing and demand into
results. You’re building without user input and
hoping for things to stick. Does this work?Yes,
certainly sometimes in big ways. There are
numerous companies that stand out today (either
from heralded success or tragic failure) by being
first-to-market on previously unexplored ideas. But
that’s not to say it’s the right approach, or the
common outcome, especially when the average
cost of a new product launch has soared.3
Organizations - Fortune 500 enterprises and
startups alike- tend to shift moretoward
customer-centric thinking over product-led
thinking to mitigate risk in many ways. They focus
on listening to the customer, building for their
needs, and improving experiences. It’s a value
focus, an instinct to always be improving, and
bring better experiences based specifically on the
end-user’s preferred outcomes.
Customer-led versus
product-led companies
Achieving Innovation through Outcome Engineering 3

4. 4 Achieving Innovation through Outcome Engineering
Customer-led businesses build for existing
demand. Perhaps that’s why this mindset is
becoming so popular. It’s a safer approach to
develop with up-front validation. To incrementally
improve means to take things slow, ensuring that
you are improving, rather than trying to build a
product quickly without regard for the bigger
objective, which is growth. While earth-shaking
disruptions are rare in this environment, safe,
sustainable innovation is achievable.
Neither product-centric nor customer-centric
concepts fully suit the challenges of successful
innovation today. There’s a missing piece to the
puzzle that both of these approaches leave out.
The proverbial elephant in the room that stands
between an innovative digital product and a
truly successful one is engineering for growth. Not
just revenue growth, but building for overall
business growth. After all, what good is an
innovative digital product if it does nothing for your
company other than showcase it as a thought
leader rather than helping to define its business
future? Can you really call your digital product
successfully innovative if it doesn’t help your
company achieve measurable growth?

5. ❙
❙ Understanding the user. Your customers are
your livelihood. They have the ability to make or
break your business. Get to know them from a
very deep perspective – what they feel and what
they hope to accomplish during each step of
their experience with you.❙
❙ Valuing the role of design and usability.
Design and usability don’t trump one another.
You must find a way to make them work
cohesively, succinctly and in such alignment that
can shape perspective. ❙
❙ Engineering based on business impact. Build
your product with a heavy emphasis on what
type of business impact (good or bad) the new
product brings. ❙
❙ Acknowledging the current technology stack.
Technology informs design, but it doesn’t dictate
it. A good design can arm technology to
be effective. ❙
❙ Building teams and a culture for success.
Acknowledge your in-house skill set, but don’t
be afraid to bring in new expertise – especially if
that allows your organization to engineer
at speed.
It’s where new business models are realized, new
revenue sources developed, and disruptive digital
products invested in not blindly, but with existing
market validity.
Outcome engineering is redefining the paradigm
of digital innovation. This is a huge shift where real
constant value is created, which allows companies
to embody a much longer lasting, sustainable
competitive edge. For a company to pivot to this
methodology, it must comprehend that building a
really great product (in its opinion) doesn’t translate
into a great impact, nor does buildingstrictly off
experience because experiences that don’t engage
are meaningless.
Outcome engineering is a hyper-focused approach
that incorporates both the product-led and
customer-led ideologies’ best components. Those
business outcomes are defined by the organization
– an increase in revenue, amplifying customer
engagement — to name a few. It’s a build process
that understands user behavior, takes smart risks
with new technology, and validates disruptive
vision quickly to bring successful digital products to
fruition. This is where innovation
becomes achievable.
A new approach
The value in product-led engineering is its appetite
for disruption, its hunger for big ideas. The value of
customer-led engineering is its focus on what people
actually want. But is what the people want aligning the
company for profitable growth? And, with either
approach, is it possible to achieve sustainable
innovation that allows the company to evolve
and grow?
The real solution is something not in-between, but
an equalization for both product- and customer-
led approaches. We call this outcome engineering.
This approach follows five foundational principles to
deliver business outcomes:
Achieving Innovation through Outcome Engineering 5

6. .
Gaindeepuserempathy,
useittodrivevision.
Agile,demand-based
infrastructure
Centralizedesignand
engineeringcollaboration,
endtoend.
Orientoftenaround
cleartarget
businessoutcomes.
Engineerandnurture
teamsforspeed.
Develop
prototypes early
andoften.
Trackandinfusewith
userfeedback.
Alignskillsand
partnersfor
outcomeimpact.
6 Achieving Innovation through Outcome Engineering
Elements of Outcome Engineering
Figure 1

7. ❙
❙ Lack of planning and digital strategy.❙
❙ Budgetary restrictions.❙
❙ Talent and expertise restraints.❙
❙ Antiquated technology environments and
delivery models.❙
❙ Architectural complexity.
All of these can be pared down to a summation that
a company’s own architectural innovation is the
culprit. Architectural innovation is the pursuit of
innovating on internal processes and models first -
to enable innovation. Not really surprisingly,
54% of innovating companies struggle to bridge
the gap between innovation strategy and business
strategy.5 This becomes more common the more
that new digital products are invested in and the
larger the organization. A company architecture
wrought with blockers, or things that slow down or
derail the path to innovation, will continue to
struggle with moving quickly and innovating in the
digital age.
Outcome engineering is designed to address
these hardships with intention, with strategy, with
purpose, and most importantly overall alignment.
There should be companywide alignment on goals
and potential blockers that may cause a deviation
to success and alignment on the strategic vision
for the company - e.g., what type of business
impact will this product have on our company?
The hardships
To zero in on an outcome-engineering strategy,
and ensure that digital innovation is on the horizon,
companies must first focus a keen eye on the start
of digital product engineering. Given that 95% of all
new products fail,4 many organizations suffer from
a huge disconnect from inception to execution.
The challenges are plenty. Company leaders are
under constant pressure to address the growing set
of challenges innovation brings and why companies
can’t successfully innovate. Common, familiar
challenges include:
Achieving Innovation through Outcome Engineering 7

8. The first step toward pivoting to an outcome
engineering approach is understanding where
exactly your company falls on the scale of being an
outcome engineering organization. Once you
have a better understanding of where your
company lands on the spectrum, you can assess
how to move toward a better pursuit of digital
product innovation. Click here to take the quiz now
or score yourself below.
Understanding the user
1 What would you say is your starting point
to innovation product development? •••
• My company always has an idea for the
technology we want to build. Upfront
consumer research isn’t typically done on a
per-project basis. (1 point)
• We loosely define end-user segments and the
design team builds our products. (2 points)
• We rigorously work to understand and gain
user empathy to help define the vision for all of
our products. (3 points)
2 journey mapping? •••
• We partnered with an outside company years
ago to create one or some of these, but they’ve
not been updated recently. (1 point)
• We annually do some journey mapping, but it’s
usually a marketing initiative focused on various
engagement metrics. (2 points)
• Journey mapping is a critical component to
understanding what motivates, engages and
satisfies our targeted consumers. (3 points)
Valuing the role of design and usability
3 When designing a new product,
my company:
•• Prototypes early in conception, only to envision
the eventual product and get team buy-in.
(1 point)
•• Prototypes after development and before final
production to showcase progress. (2 points)
•• Prototypes throughout the entire development
process, getting frequent user feedback on
functionality and features. We “kill or fill” ideas
and create the perfect end-product through
constant user input. (3 points)
4
When do product designers get brought
into the planning stage of a new product?•
• After we have built the functional code and laid
out specifics on how we want the product to
perform. (1 point)•
How does your team utilize • Once the engineering team has scoped out the
project, passing it off to the design team to
make sense of user flow and cross the finish line.
(2 points)•
• Designers are involved in every stage, helping
to understand the user journey, define
new products we want to build, consider
improvements and ensure that the end vision
matches the goal. (3 points)
5 How does negative product feedback
from users affect a new product concept?
Measure your team: Is it
an outcome engineering
organization?
8 Achieving Innovation through Outcome Engineering

9. •••
• We look at the ratings, but we don’t let them
influence us in meaningful ways. Typically, the
executive team dictates priorities. (1 point)
• It’s not quite what we want, but a good lesson
learned in defining and understanding the
user demand to build a better product.
(2 points)
• Any feedback (negative or positive!) is useful
and is incorporated into our roadmap, and our
product must be updated in an Agile way that
allows for continuous improvement. (3 points)
Engineering based on business impact
6
How does your company approach a new
digital product?•••
• We weigh what that means from a competitive
and innovative standpoint and begin to build
the product in order to remain innovative.
(1 point)
• We figure out what we are trying to solve and
how we can build the answer successfully either
by building ourselves or hiring a company to
build for us. (2 points)
• We align cross-functionally and assess what we
are trying to solve, but with a heavy emphasis
on what type of business impact the new
product can have on our company, bringing in
a partner that can help us grow and benefit
from combined strengths. (3 points)
Acknowledging the current technology stack
7
How does your legacy technology
environment impact your team to build
new products?•••
• We build based on our current capabilities
and bandwidth. (1 point)
• We build with and invest in the newest
technology without consideration for legacy
infrastructure. (2 points)
• As a digitally transformed organization, we’re
Agile in our approach while not breaking
architecture. We build with existing
technology in mind, but always open to new
investments validated by user demand.
(3 points)
Building teams and a culture for success
8
How does your team build and enable
digital teams to succeed?•••
• We build our teams from within the company
pushing them to learn new digital capabilities. (1
point)
• We build our teams with the standard
project manager role, delegating out digital
responsibilities based on workload in an effort to
make duties fair and manageable for the existing
team. (2 points)
• We bring in new digital expertise, through
partners, to provide the necessary skill set and
structure to design and product engineer at
speed. (3 points)
SCORING:
< 10 points: Digital innovation novice. You’re in the very early stages of digital innovation.
Take a step back and evaluate which approach works best for your company goals.
10 - 20 points: Digital innovation apprentice. Your approach works here and there, but
it’s still holding you back from achieving long-lasting digital innovation.
21 > points: Digital Innovation visioneer. Successful innovation is achievable! Careful
though; it’s important to factor in the sustainability and longevity of your digital
innovation, both of which will be based on your preferred approach.

10. Engineering for success
For organizations that are pursuing innovation, the
art of becoming an outcome-led organization isn’t
learned overnight. Outcome engineering is a fast-
moving partnership that synergistically combines
digital product design with delivery as opposed
to having the delivery be the afterthought to your
digital product design.
Simply put, pressing the boundaries of innovation
and engineering, a successful digital product
requires a full understanding of a company’s
foundation - and a vigorous commitment from
every single person, top down, to transform the
way they approach innovation. Being labeled as
“innovative” doesn't guarantee long-lasting
success. It solves one purpose: to be a leader,
showcasing originality.
Innovating based on outcome engineering is
multipurpose - it showcases originality, but
with the higher intent of delivering on growing your
business. Once a company can master this notion,
then successful, sustainable and innovative digital
products can be effectively designed and delivered.
10 Achieving Innovation through Outcome Engineering

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About the author
Andres Angelani
Andres Angelani is the Chief Executive Officer of Cognizant Softvision.
He has extensive experience building strategic partnerships that create new revenue streams, realizing innovative business
models and market offerings through new ways of developing software, and building high-performance teams and the right
culture to bring the best of what design and technology have to offer to industries. Andres is today at the epicenter of the digital
economy, leading programs that have reshaped businesses and industries. His passion for music, science and technology helped
shape his life and professional career, and has become an integral part of what he brings to his leadership in fostering innovative
culture, inspiring and growing talent in new, transformative ways.
Andres is a frequent speaker and thought leader. In 2016, he co-authored The Never-Ending Digital Journey: Creating New
Consumer Experiences Through Technology. His latest book, Transforming While Performing, is his second. Andres can be
reached at Andres@softvision.com | www.linkedin.com/in/andresangelani.
Endnotes
¹ “Cognizant Softvision at Forrester’s Digital Transformation & Innovation,” May 13, 2019,https://www.cognizantsoftvision.com/news-posts/cognizant-
softvision-at-forresters-digital-transformation-innovation-may-14-15-2019/.
²The Onion, “Word ‘Innovate’ Said 650,000 Times At SXSW So Far,” November 3, 2013,https://entertainment.theonion.com/word-innovate-
said-650-000-times-at-sxsw-so-far-1819574674.
³ Lora Cecere, “New Products: More Costly and More Important,”Forbes, December 11, 2013, https://www.forbes.com/sites/loracecere/2013/12/11/
new-products-more-costly-and-more-important/#3c599f596b90
⁴ Carmen Nobel, “Clay Christensen’s Milkshake Marketing,”Harvard Business School Working Knowledge, February 14, 2011, https://hbswk.hbs.edu/
item/clay-christensens-milkshake-marketing
⁵ “Reinventing innovation - Five findings to guide strategy through execution,” PwC.com, 2017, https://www.pwc.com/us/en/services/consulting/
innovation-benchmark-findings.html